Reference no: EM13856435
Jay Yang, EMBA-GA alumnus, is COO of Hen Hao Corporation. Answering his iPhone, his Board Chairman says:
"Jay. Those pesky Sarbanes-Oxley and Dodd-Frank things are causing our board members to ask more questions."
"Today two called asking for our break-even, and which product is most profitable."
"I'm sure you can handle it. By the way, we'll need answers by tomorrow morning's Board meeting at 9 am."
Hen Hao Corporation manufactures three different products in one facility.
Annual data are below:
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Product A
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Product B
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Product C
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Unit sales volumes
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100,000
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400,000
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500,000
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Unit sales prices
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¥1.60
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¥1.20
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¥0.70
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Variable costs per unit
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¥0.75
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¥0.85
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¥0.30
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Total Fixed Costs = ¥400,000 per year
Market conditions for all three products are highly competitive, so the company can't raise its prices without losing many customers.
Required:
1. What is the company's break-even point in total sales revenue? What are your assumptions?
2. Of the total fixed costs, ¥20,000 could be avoided if product A were dropped, ¥30,000 could be avoided if product B were dropped, and ¥110,000 could be avoided if product C were dropped. The remaining fixed costs ¥240,000 (the CEO's salary) can be avoided only by going out of business entirely. What is the break-even quantity for each product? If the company operates at exactly this break-even for every product, what is the overall
profit?
3. Which product is most profitable? Least profitable?
4. Should the least profitable product be dropped?
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